1. Developing Marketing Strategies and Plans
Chapter 2
Developing Marketing Strategies and Plans

2. The value delivery process
CHOOSING THE VALUE
PROVIDING THE VALUE
COMMUNICATING THE VALUE
We can divide the value creation and delivery sequence into three phases. First, choosing the value is the
“homework” marketers must do before any product exists. They must segment the market, select the appropriate target, and develop the offering’s value positioning. The formula “segmentation, targeting, positioning (STP)” is the essence of strategic marketing. The second phase is providing the value. Marketing must identify specific product features, prices, and distribution. The task in the third phase is communicating the value by utilizing the Internet, advertising, sales force, and any other communication tools to announce and promote the product. The value delivery process begins before there is a product and continues through development and after launch.
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The Value chain
A tool for identifying ways to create more customer value
Every firm is a synthesis of activities performed to design, produce, market, deliver, and support its product
Nine strategically relevant activities—five primary and four support activities—
create value and cost in a specific business.
The primary activities are (1) inbound logistics, or bringing materials into the business; (2) operations,
or converting materials into final products; (3) outbound logistics, or shipping out final products; (4) marketing,
which includes sales; and (5) service. Specialized departments handle the support activities—(1)
procurement, (2) technology development, (3) human resource management, and (4) firm infrastructure.
(Infrastructure covers the costs of general management, planning, finance, accounting, legal, and government
affairs.)
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4. The Value Chain

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Core competencies
A source of competitive advantage
Applications in a wide variety of markets
Difficult for competitors to imitate
Competitive advantage also accompanies distinctive capabilities or excellence in broader business processes.
Wharton’s George Day sees market-driven organizations as excelling in three distinctive capabilities: market
sensing, customer linking, and channel bonding.
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6. Central role of strategic planning
Managing the businesses as an investment portfolio
Assessing the market’s growth rate and the company’s position in that market
Establishing a strategy
Most large companies consist of four organizational levels: (1) corporate, (2) division, (3) business unit, and (4)
product. Corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise; it makes decisions on the amount of resources to allocate to each division as well as on which businesses to start or eliminate. Each division establishes a plan covering the allocation of funds to each business unit within the division. Each business unit develops a strategic plan to carry that business unit into a profitable future. Finally, each product level (product line, brand) develops a marketing plan for achieving its objectives.
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7. Marketing plan
The central instrument for directing and coordinating the marketing effort
Strategic
Tactical
The marketing plan operates at two levels: strategic and tactical. The strategic marketing plan lays out the target markets and the firm’s value proposition, based on an analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service.
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8. Marketing Plan Contents
Executive summary
Table of contents
Situation analysis
Marketing strategy
Marketing tactics
Financial projections
Implementation controls
Although the exact length and layout varies from company to company, most marketing plans cover one year in anywhere from 5 to 50 pages. Smaller businesses may create shorter or less formal marketing plans, whereas corporations generally require highly structured documents. A marketing plan usually contains the sections listed in the slide.

9. Figure 2.1 Strategic Planning, Implementation, and Control Processes
Only a select group of companies have historically stood out as master marketers (see Table 2.1). These companies focus on the customer and are organized to respond effectively to changing needs. They all have well-staffed marketing departments, and their other departments accept that the customer is king. They also often have strong marketing leadership in the form of a successful CMO.
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10. Corporate and division strategic planning
Defining the corporate mission
Establishing strategic business units
Assigning resources to each strategic business unit
Assessing growth opportunities
Whether they let their business units set their own goals and strategies or collaborate in doing so, all corporate
headquarters undertake these four planning activities.
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11. Defining the corporate mission
What is our business?
Who is the customer?
What is of value to the customer?
What will our business be?
What should our business be?
These simple-sounding questions are among the most difficult a company will ever face. Successful companies continuously ask and answer them.
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12. Establishing Strategic Business Units
A single business or collection of related businesses
Has its own set of competitors
Has a leader responsible for strategic planning and profitability
Large companies normally manage quite different businesses, each requiring its own strategy. The purpose of identifying the company’s strategic business units is to develop separate strategies and assign appropriate funding. Senior management knows its portfolio of businesses usually includes a number of “yesterday’s has-beens” as well as “tomorrow’s winners.”
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13. Assessing growth opportunities
Assessing growth opportunities includes planning new businesses, downsizing, and terminating older businesses. If there is a gap between future desired sales and projected sales, corporate management
will need to develop or acquire new businesses to fill it.
Figure 2.2 illustrates this strategic-planning gap for a hypothetical manufacturer of blank DVD discs
called Cineview. The lowest curve projects expected sales from the current business portfolio over the next five years. The highest describes desired sales over the same period.

14. Intensive Growth Strategies Ansoff’s Product-Market Expansion Grid

15. Figure 2.4 The Business Unit Strategic-planning Process
The business unit strategic-planning process consists of the steps shown in Figure 2.4

16. SWOT Analysis Strengths Weaknesses Opportunities Threats
The overall evaluation of a company’s strengths, weaknesses, opportunities, and threats is called SWOT analysis. It’s a way of monitoring the external and internal marketing environment.
Threats

17. Strategic formulation: Porter’s Generic Strategies
OVERALL COST LEADERSHIP
DIFFERENTIATION
Michael Porter has proposed three generic strategies that provide a good starting point for strategic thinking: overall cost leadership, differentiation, and focus.
With overall cost leadership, firms work to achieve the lowest production and distribution costs so they can underprice competitors and win market share.
With differentiation, the business concentrates on achieving superior performance in an important customer benefit area valued by a large part of the market.
With focus, the business focuses on one or more narrow market segments, gets to know them intimately, and pursues either cost leadership or differentiation within the target segment.
According to Porter, competing firms directing the same strategy to the same target market constitute a strategic group. The firm that carries out the strategy best will make the most profits.
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